On behalf of Minds & More, Patrick Dalle gave a presentation for VOKA on the theme of Inclusive Innovation

1. SUPPORTING INNOVATION INVOLVING MARKETING & SALES
THOMAS DONCK
PATRICK DALLE
15/01/2019
INCLUSIVE INNOVATION

2. AGENDA
• Introduction
• Innovation Value Chain
• CASE: Barco
• Balance your horizons of growth
• CASE: SD Worx
• Getting internal & external buy-in
• CASE: Notary Federation
• Q&A
2

3. 1980 1990 2000 2010
Betamax General Motors EV1
New Coke
Apple Newton
Segway
Nokia
3

4. INNOVATION: WHAT IS IT NOT
• A startup
• An incubator
• An accelerator
• A café
• A separate department in your company
• Thomas Edison in his lab
4

5. AGENDA
• Introduction
• Innovation Value Chain
• CASE: Barco
• Balance your horizons of growth
• CASE: SD Worx
• Getting internal & external buy-in
• CASE: Notary Federation
• Q&A
5

6. INNOVATION VALUE CHAIN
Idea
generation
In-house
People in the
organization
providing ideas
External
Turning to
customers &
partners to
investigate
customer needs
Conversion
Desirability
Is it this what
customers want?
Feasability
Can we make it?
Viability
Can we make
money out of it?
Diffusion
• Internal
• How do we get
the buy-in from
the rest of the
organization?
• External
• How to we
approach
customers with
the innovation?
6

7. ROLE OF MARKETING & SALES
Idea
generation
Conversion Diffusion
Marketing
Sales
Owns the innovation
process
Enables access to customers
Leads customer research
Report results & lead
selection process
Provides input on
desirability & viability
Transfers to development /
R&D
Leads internal
evangelization process
Contrutes to customer
evangelization
Drives Business Model
Canvas creation
Creates go-to-market plan
(4P’s)
7

8. INTERACTIVE DISCUSSION
1. Do you currently have innovation projects in your organization? If yes,
please describe it and what is the status of your innovation?
2. How do you manage these? Who is involved and what is the process
you follow?
3. Do you have a strategy in place to secure long-term growth (Horizon 3)?
8

9. UNDERSTANDING THE
CUSTOMER’S NEEDS AND WANTS
IDEA GENERATION

10. 10© Kynetec January 14, 2019 | Title of presentation
Client logo
[delete this grey box
if not required]
“People don't want to buy a quarter-inch drill.
They want a quarter-inch hole!”

11. 1. What is the job that my customer really wants
to get done functionally, emotionally & socially?
2. What are the experiences I want to offer him in
purchasing and using the product or service?
3. What are the product/service attributes and
features needed to solve this?
INNOVATION STARTS
WITH CUSTOMER
OBSESSION
11

12. Organize a customer roundtable every quarter /
year
Perform a customer satisfaction survey with
possibility to leave comments
Reward employees for providing feedback or ideas
(‘Employee of the Quarter’)
TIPS
12

13. AGENDA
• Introduction
• Innovation Value Chain
• CASE: Barco
• Balance your horizons of growth
• CASE: SD Worx
• Getting internal & external buy-in
• CASE: Notary Federation
• Q&A
13

14. BARCO CLICKSHARE CUSTOMER NEEDS RESEARCH
14

15. Better understanding of the how and why ClickShare is and will be purchased
Decide about the best strategy for future growth
Lay the foundation for a marketing plan that will help us achieve our long term goals
WHY A RESEARCH?
15

16. 21 PHONE INTERVIEWS + 1 FACE TO FACE INTERVIEW
SAMPLE
16
22 interviews
7 Account Managers
3 US 4 EMEA
6 Resellers
2 US 4 EMEA
9 End customers
3 US 6 EMEA

17. The research covers 3 main areas:
1. Buying Journey (discover-consider-decide)
2. Buying Committee (persons involved)
3. Product/market & ClickShare positioning
TOPICS COVERED
17

18. BUSINESS DECISION MAKER
Sample titles:
Overall responsibilities Meeting room concerns Top Messages
• CEO
• CFO
• President of Engineering
• Chief of Operations
• Improved overall business
performance e.g. increased
revenues or reduced costs
• Setting and delivering strategy for
their organization
• Achieving company targets
• Promoting their organization, their
people, achievements and
sometimes themselves
• Managing IT budgets (in SME)
• Frustration about cable clutter
• More fluid meetings (start on time
& easier hand over between
presenters)
• ‘Wireless is hot’: impress external
people
• ‘Use my own device’
• Get rid of the cable clutter
• Start meetings on time
• Make it easier to hand over the
presentation between participants
• Don’t worry about the device you
are using
• Project a top company image
Personal details & role:
• Often male, but not exclusively
• Aged 35-55 years old, possibly without a
technical background
• Takes an interest in meeting room
equipment as part of improving meeting
room efficiency and company image
‘I need to
run the
business’
18

19. TECHNICAL DECISION MAKER
Sample titles:
Overall responsibilities Meeting room concerns Top Messages
• IT Manager
• Facility Manager
• CIO
• .. or even CFO or CEO (in SME)
• People rely on IT to fix problems
• Internal technical advisory role:
expected to drive technology
adoption
• Data security
• Managing IT budgets
• Wants a future-proof solution (from
a trusted brand)
• Limit the number of support calls
• Be able to support diverse,
sometimes incompatible
technologies
• Privacy & security compliance
• Standardize infrastructure from
troubleshooting perspective
• Keep IT budget under control
• Easy integration in company
network
• It just works!
• Compliant to company
security policy
• Less support calls
• Barco = trusted brand
• Standardize your meeting
room infrastructure
• Scalable: will fulfill your
future needs
Personal details & role:
• Often male in 30s / 40s
• Technical background and computing
qualifications
• Takes an interest in meeting room
equipment as part of improving internal
SLA’s and managing IT infrastructure
‘I need to
evaluate &
manage the
infra-
structure’
19

20. BUYING JOURNEY
SCENARIO 2
Impulse scenario
SCENARIO 1
Refurbishment scenario
Business Decision Maker sees ClickShare in
action somewhere, and decides het needs it
too : ‘I want it, and now!’
ClickShare as part of an integrated solution
along with displays, network infrastructure,
furniture,… driven by IT or facility manager.
20

21. “My reseller (*)
showed me this cool
product. I need that,
now!”
“It can really help us
have more efficient,
more engaging
meetings”
To Ralph, IT manager:
“If it’s OK for you from
technical and security
perspective, let’s sign!”
BUSINESS DECISION MAKER
Consider DecideDiscover
To Ralph, IT manager:” Can you
further investigate this product -
ClickShare ?”’
(*) or customer or colleague
Impulse
scenario
Refurbishment
scenario
To Ralph, IT manager:” Time to
refurbish our meeting rooms. Can
you take care of the whole
infrastucture and IT part?”
21

22. “Oh, and I can even
integrate it into my
company network?
That’s unique!”
TECHNICAL DECISION MAKER
Consider DecideDiscover
To John, CEO:
“You know, it’s from Barco. I
think we can trust this product.”
“I need something
that just works. No
more support calls,
please”
“How about the
management of the
device?”
“I hope it’s
secure”
22

23. AGENDA
• Introduction
• Innovation Value Chain
• CASE: Barco
• Balance your horizons of growth
• CASE: SD Worx
• Getting internal & external buy-in
• CASE: Notary Federation
• Q&A
23

24. BCG MATRIX
StarCashcow
QuestionMarkDog
High
Low
Low
High
Relative Market Share
RelativeMarketGrowthRate
?
$
24

25. ?
25

26. BALANCE YOUR HORIZONS OF GROWTH
26

27. The Innovator’s Dilemma
27
BALANCE YOUR HORIZONS OF GROWTH - DILEMMA

28. THE INNOVATOR’S DILEMMA
Failed in Product Innovation Failed in Business model innovation
28

29. INTERACTIVE DISCUSSION
1. Do you currently have innovation projects in your organization? If yes,
please describe it and what is the status of your innovation?
2. How do you manage these? Who is involved and what is the process you
follow?
3. Do you have a strategy in place to secure long-term growth (Horizon 3)?
29

30. How should we keep our offering evolving to fit
changing needs of existing customers? (Horizon 1)
How should we extend or adapt our offering in
order to fit new emerging markets or business
models?
(Horizon 2)
What will our business look like 10 years from now?
Dare to dream!
(Horizon 3)
TIPS
SETUP A QUARTERLY TASKFORCE
30

31. AGENDA
• Introduction
• Innovation Value Chain
• CASE: Barco
• Balance your horizons of growth
• CASE: SD Worx
• Getting internal & external buy-in
• CASE: Notary Federation
• Q&A
31

32. HISTORY
32

33. OFFERING
33

34. RESTRUCTURING THE
SD WORX OFFERING
34

35. SD WORX HAD +20 DIFFERENT OFFERINGS IN PORTFOLIO

36. Payroll
administration &
training
HR Staffing &
Consulting
Full Business
Process
Outsourcing
36

37. Payroll
& process
optimization
HR admin
staffing
OBJECTIVE:
Assist with
administration of
HR your department
Payroll
expert
staffing
OBJECTIVE:
Assist with running
your payroll process
PAYROLL OUTSOURCING SERVICES
4
OBJECTIVE:
Optimize your
payroll process in
a structural way
Payroll
Process
outsourcing
OBJECTIVE:
Transfer responsibility
of your payroll
processes
STAFFING SOLUTION

38. AGENDA
• Introduction
• Innovation Value Chain
• CASE: Barco
• Balance your horizons of growth
• CASE: SD Worx
• Getting internal & external buy-in
• CASE: Notary Federation
• Q&A
38

39. BELGIAN NOTARY FEDERATION
39

40. ABOUT THE IT DIVISION OF FEDNOT
› All notaries highly impacted by the digital transformation which offers new opportunities to:
̶ improve the efficiency of their core processes, both between employees and with
governmental stakeholders;
̶ provide a new set of services based on the possibility to provide acces to digitalized
notarial acts via digital media.
› This requires a secured network with sufficient bandwidth
40

41. SECURED NOTARY NETWORK
• Virtual Private Network, 100% secured connectivity
• Secured Videoconferencing
• Guaranteed Bandwidth
• Fall back line
• Wifi for visitors
Future:
• Risk Insurance
• Voice over IP PABX
• BELNOT email
Security
Monitoring
41

42. Secured Notary Network
Voice over IPCyber Insurance
Belnot Exchange
NotaryMail
Applications & Office 365
Videoconferencing
FEDNOT Community Network
CITIZEN
42

43. ROLL-OUT PLAN
2016 2017
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Pilots (80 to 90)
Public launch
(remaining Notaries)
= Sales journey = Implementation journey
Appointments by CRO’s
Proof of Concepts (5 to 10)
Appointments by CRO’s
43

44. Q&A – KEY TAKEWAYS
44

45. THANK YOU !